Communications Planning: Inputs Communications Planning

10.3.1 Performance Reporting: Inputs

.1 Work Performance Information Work performance information on the completion status of the deliverables and what has been accomplished is collected as part of project execution, and is fed into the Performance Reporting process. Collecting the work performance information is discussed in further detail in the Direct and Manage Project Execution process Section 4.4. .2 Performance Measurements Described in Section 6.6.3.3 and Section 7.3.3.3. .3 Forecasted Completion Described in Section 7.3.3.4. .4 Quality Control Measurements Described in Section 8.3.3.1. .5 Project Management Plan The project management plan provides baseline information Section 4.3. • Performance measurement baseline. An approved plan for the project work against which project execution is compared, and deviations are measured for management control. The performance measurement baseline typically integrates scope, schedule, and cost parameters of a project, but may also include technical and quality parameters. .6 Approved Change Requests Approved change requests Section 4.6.3.1 are requested changes to expand or contract project scope, to modify the estimated cost, or to revise activity duration estimates that have been approved and are ready for implementation by the project team. .7 Deliverables Deliverables Section 4.4.3.1 are any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. The term is often used more narrowly in reference to an external deliverable that is subject to approval by the project sponsor or customer.

10.3.2 Performance Reporting: Tools and Techniques

.1 Information Presentation Tools Software packages that include table reporting, spreadsheet analysis, presentations, or graphic capabilities can be used to create presentation-quality images of project performance data. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 232 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA .2 Performance Information Gathering and Compilation Information can be gathered and compiled from a variety of media including manual filing systems, electronic databases, project management software, and systems that allow access to technical documentation, such as engineering drawings, design specifications and test plans, to produce forecasts as well as performance, status and progress reports. .3 Status Review Meetings Status review meetings are regularly scheduled events to exchange information about the project. On most projects, status review meetings will be held at various frequencies and on different levels. For example, the project management team can meet weekly by itself and monthly with the customer. .4 Time Reporting Systems Time reporting systems record and provide time expended for the project. .5 Cost Reporting Systems Cost reporting systems record and provide the cost expended for the project.

10.3.3 Performance Reporting: Outputs

10 .1 Performance Reports Performance reports organize and summarize the information gathered, and present the results of any analysis as compared to the performance measurement baseline. Reports should provide the status and progress information, and the level of detail required by various stakeholders, as documented in the communications management plan. Common formats for performance reports include bar charts, S- curves, histograms, and tables. Earned value analysis data is often included as part of performance reporting. While S-curves, such as those in Figure 7-7, can display one view of earned value analysis data, Figure 10-7 gives a tabular view of earned value data. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 233